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| Criterion |  Business Strategy PESTLE Analysis |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 60–90 min | 60-90 min | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class | SWOT matrix, Strategic options, Action list |
Tagsno overlap | StrategyMarketAnalysis | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance | StrategyAnalysisMarketPositioning |